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Intergenerational strategy involvement and family firms’ innovation pursuits: The critical roles of conflict management and social capital

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  • De Clercq, Dirk
  • Belausteguigoitia, Imanol

Abstract

This conceptual article centers on the relationship between intergenerational strategy involvement and family firms’ innovation pursuits, a relationship that may be contingent on the nature of the interactions among family members who belong to different generations. The focus is the potential contingency roles of two conflict management approaches (cooperative and competitive) and two dimensions of social capital (goal congruence and trust), in the context of intergenerational interactions. The article theorizes that although cooperative conflict management may invigorate the relationship between intergenerational strategy involvement and innovation pursuits, competitive conflict management likely attenuates it. Moreover, it proposes that both functional and dysfunctional roles for social capital might arise with regard to the contribution of intergenerational strategy involvement to family firms’ innovation pursuits. This article thus provides novel insights into the opportunities and challenges that underlie the contributions of family members to their firm's innovative aspirations when more than one generation participates in the firm's strategic management.

Suggested Citation

  • De Clercq, Dirk & Belausteguigoitia, Imanol, 2015. "Intergenerational strategy involvement and family firms’ innovation pursuits: The critical roles of conflict management and social capital," Journal of Family Business Strategy, Elsevier, vol. 6(3), pages 178-189.
    • Handle: RePEc:eee:fambus:v:6:y:2015:i:3:p:178-189
    DOI: 10.1016/j.jfbs.2015.04.003
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    4. Bari L. Bendell, 2022. "Environmental investment decisions of family firms—An analysis of competitor and government influence," Business Strategy and the Environment, Wiley Blackwell, vol. 31(1), pages 1-14, January.
    5. Jordi Moreno-Gené & José Luis Gallizo, 2021. "Intergenerational Differences in Family Business Management and Their Influence on Business Profitability," Sustainability, MDPI, vol. 13(12), pages 1-17, June.
    6. Inés Herrero & Cristina López & Rocío Ruiz‐Benítez, 2024. "So … are family firms more sustainable? On the economic, social and environmental sustainability of family SMEs," Business Strategy and the Environment, Wiley Blackwell, vol. 33(5), pages 4252-4270, July.
    7. Rondi, Emanuela & Überbacher, Ruth & von Schlenk-Barnsdorf, Leopold & De Massis, Alfredo & Hülsbeck, Marcel, 2022. "One for all, all for one: A mutual gains perspective on HRM and innovation management practices in family firms," Journal of Family Business Strategy, Elsevier, vol. 13(2).
    8. Priem, Richard L. & Alfano, Federica, 2016. "Setting new directions for the management discipline through family business research," Journal of Family Business Strategy, Elsevier, vol. 7(1), pages 58-62.
    9. Stough, Roger & Welter, Friederike & Block, Joern & Wennberg, Karl & Basco, Rodrigo, 2015. "Family business and regional science: “Bridging the gap”," Journal of Family Business Strategy, Elsevier, vol. 6(4), pages 208-218.
    10. Abel Duarte Alonso & Seng Kok & Seamus O’Brien, 2020. "Understanding the Impact of Family Firms Through Social Capital Theory: A South American Perspective," Journal of Family and Economic Issues, Springer, vol. 41(4), pages 749-761, December.
    11. Karlsson, Johan, 2018. "Does regional context matter for family firm employment growth?," Journal of Family Business Strategy, Elsevier, vol. 9(4), pages 293-310.
    12. Dieleman, Marleen, 2019. "Reaping what you sow: The family firm innovation trajectory," Journal of Family Business Strategy, Elsevier, vol. 10(4).

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